Managers who use coercive power are most likely to:

Think of a leader you've known who relied on their ability to discipline or reward people to get things done. Then, remind yourself of a leader who was a renowned expert in their field, or who you really admired for their integrity.

How did it feel to work for these leaders, and which one got the best from you? The way a leader behaves toward you and how effectively you work as a result can both depend on the source of their power. And their power need not come from their official status or title.

Social psychologists John French and Bertram Raven studied this phenomenon more than half a century ago. Despite its age, their research can still help us to understand why some leaders influence us, how prepared we are to accept their power, and – if you are a leader – how you can develop new power bases to get the best from your people.

Not all forms of power have a positive influence.

Understanding Power

In 1959, French and Raven described five bases of power:

1. Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient.
2. Reward – This results from one person's ability to compensate another for compliance.
3. Expert – This is based on a person's high levels of skill and knowledge.
4. Referent – This is the result of a person's perceived attractiveness, worthiness and right to others' respect.
5. Coercive – This comes from the belief that a person can punish others for noncompliance.

Six years later, Raven added an extra power base:

1. Informational – This results from a person's ability to control the information that others need to accomplish something.

By understanding these different forms of power, you can learn to use the positive ones to full effect, while avoiding the negative power bases that managers can instinctively rely on.

The Bases of Power

Let's explore French and Raven's bases of power in two groups – positional and personal.

Positional Power Sources

Legitimate Power

A president, prime minister or monarch has legitimate power. So does a CEO, a religious minister, or a fire chief. Electoral mandates, social hierarchies, cultural norms, and organizational structure all provide the basis for legitimate power.

This type of power, however, can be unpredictable and unstable. If you lose the title or position, your legitimate power can instantly disappear, because people were influenced by the position you held rather than by you.

Also, the scope of your power is limited to situations that others believe you have a right to control. If a fire chief tells people to stay away from a burning building, for example, they'll likely listen. But if he tries to make two people act more courteously toward one another, they'll likely ignore the instruction.

Reward Power

People in power are often able to give out rewards. Raises, promotions, desirable assignments, training opportunities, and simple compliments – these are all examples of rewards controlled by people "in power." If others expect that you'll reward them for doing what you want, there's a high probability that they'll do it.

The problem with this power base is that it may not be as strong as it first seems. Supervisors rarely have complete control over salary increases, managers often can't control promotions by themselves, and even CEOs need permission from their boards of directors for some actions. Also, when you use up rewards, or when the rewards don't have enough perceived value, your power weakens.

The exceptions to this are praise and thanks. We love to receive them and, best of all, they're free to give!

Coercive Power

This source of power is also problematic, and can be abused. What's more, it can cause dissatisfaction or resentment among the people it's applied to.

Threats and punishment are common coercive tools. You use coercive power when you imply or threaten that someone will be fired, demoted or denied privileges. While your position may allow you to do this, though, it doesn't mean that you have the will or the justification to do so. You may sometimes need to punish people as a last resort but if you use coercive power too much, people will leave. (You might also risk being accused of bullying them.)

Informational Power

Having control over information that others need or want puts you in a powerful position. Having access to confidential financial reports, being aware of who's due to be laid off, and knowing where your team is going for its annual “away day” are all examples of informational power.

In the modern economy, information is a particularly potent form of power. The power derives not from the information itself but from having access to it, and from being in a position to share, withhold, manipulate, distort, or conceal it. With this type of power, you can use information to help others, or as a weapon or a bargaining tool against them.

Personal Power Sources

Relying on these positional forms of power alone can result in a cold, technocratic, impoverished style of leadership. To be a true leader, you need a more robust source of power than a title, an ability to reward or punish, or access to information.

Expert Power

When you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment, and generally outperform others, people will listen to you, trust you, and respect what you say. As a subject matter expert, your ideas will have value, and others will look to you for leadership in that area.

What's more, you can expand your confidence, decisiveness and reputation for rational thinking into other subjects and issues. This is a good way to build and maintain expert power, and to improve your leadership skills.

You can read more about building expert power, and using it as an effective foundation for leadership, here.

Referent Power

Referent power comes from one person liking and respecting another, and identifying with them in some way. Celebrities have referent power, which is why they can influence everything from what people buy to which politician they elect. In a workplace, a person with referent power often makes everyone feel good, so he tends to have a lot of influence.

Referent power can be a big responsibility, because you don't necessarily have to do anything to earn it. So, it can be abused quite easily. Someone who is likeable, but who lacks integrity and honesty, may rise to power – and use that power to hurt and alienate people as well as to gain personal advantage.

Relying on referent power alone is not a good strategy for a leader who wants longevity and respect. When it is combined with expert power, however, it can help you to be very successful.

Infographic

You can see our infographic of French and Raven's theory here:

In 1959, social psychologists John French and Bertram Raven identified five bases of power:

1. Legitimate.
2. Reward.
3. Expert.
4. Referent.
5. Coercive.

And, six years later, added an extra power base:

Anyone is capable of holding power and influencing others: you don't need to have an important job title or a big office. But if you recognize the different forms of power, you can avoid being influenced by those who use the less positive ones – and you can focus on developing expert and referent power for yourself. This will help you to become an influential and effective leader.

Apply This to Your Life

1. Go through each power base and write down when and how you've used it.
2. Ask yourself if you used the power appropriately. Consider the expected and unexpected consequences, and decide what you'll do differently next time.
3. Think about the people who have power and influence over you. What sources of power do they use? Do they use their power appropriately? Where necessary, develop a strategy to reduce someone else's illegitimate use of power over you.
4. When you feel powerless or overly influenced, think about how you could regain your own power and control. After all, you're never without power. Aim to be more aware of the power you have, and use it to get what you need – humanely.

Power in the workplace can exist in many different forms. It can exist even without a formal organizational hierarchy in place, and it can exist outside of any formal hierarchy that is in place. One particular type of power is called Coercive Power.

Coercive Power is one of The 5 Types of Power identified by psychologists John R. P. French and Bertram Raven in 1959.

Coercive power is defined as the use of force to get an employee to follow an instruction or order, where power comes from one’s ability to punish the employee for noncompliance. This power is in use, for example, when an employee carries out an order under fear of losing their job or their annual bonus. In effect, they are forced to perform the task.

As you can see from the above definition, coercive power is a formal type of power, and not a personal power. Where does referent power come from? Unlike personal power, coercive power comes from one’s formal authority and ability to punish others. Examples of coercive power include loss of privileges, demotion, loss of bonus, and suspension.

Note that there are two types of coercion – direct and indirect. Direct coercion is a deliberate threat by a leader to elicit a specific behaviour. Indirect coercion is where the threat is perceived by the employee, regardless of whether it is real or not. An example of indirect coercion is where an employee starts to work longer hours in the run up to annual bonus compensation being determined. In this case the employee perceives a threat of not receiving their hoped for bonus.

Each of the 5 types of power have their own pros and cons and can be useful under different circumstances. Although coercive power might seem like something from the industrial revolution, there are situations where it is very useful.

Coercive Power Advantages

The key advantage of coercive power is in its ability to force compliance from employees. As such, it is useful in certain situations, as highlighted below:

• »Insubordination: if an employee is consistently late or taking longer than allowed lunch breaks, then coercion could be used to force the employee back into line. The leader could threaten removal of bonus, the use of the capability process, or even immediate dismissal to force the employee to obey.
• »Preventing harassment and discrimination: suspension or termination could be used as a threat to ensure that the company’s rules and policies are being followed, including those related to harassment and discrimination in the workplace.
• »Turnaround situations: A turnaround situation exists when a company or department needs to be turned around as soon as possible, as otherwise it will go bust or be shut down. It is natural for some members of a team to be resistant to change, but in a turnaround situation there is no time for this. The company needs to change now, and is at risk if it doesn’t. In a turnaround situation the threat of job losses can be a useful tool in getting employees to commit to the new way of working. Coercive power is also useful in the military equivalent of a turnaround situation – where there is imminent danger.

Coercive Power Disadvantages

You should only really use coercive power when you have no other choice and you want to put an immediate stop on negative behaviour. Some of the pitfalls of coercive power include:

• »Lowers job satisfaction: people resent it being used on them as they feel under a microscope.
• »Backlash threat: there is always the threat of a backlash when using coercive power. Employees may eventually retaliate or seek alternate employment, and high employee turnover is very expensive to an organization.
• »Close supervision needed: It is only useful if you as a manager are able to keep a close eye on what’s going on.
• »Only works if used sparingly: Coercion as your standard source of workplace power isn’t sustainable in the long term.
• »Doesn’t work if you are not able to carry out the threat: In this case the threat is counterproductive, and your authority as a leader can be undermined.
• »Reduces innovation: as everyone is under a microscope under threat of punishment there is no room for creativity and innovation.

Summary

Coercive power comes from one’s ability to punish a subordinate if they don’t perform as instructed. Whilst it can be very useful in certain situations, it should always be used very sparingly and only be used when there is no other option, as there are a number of drawbacks associated with it.

Image credit: Javier Leiva